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Going for the Slam Dunk <br />….With A Little Help from Your Team<br />Leda Karabela<br />www.yhesitate.com<br />Athens<br...
“It ain’t about me, it’s about us…”<br />2<br />
3 Things<br />Why? What drives people<br />How?  Teams & Performance<br />Who? Leaders – You <br />3<br />
Let’s Stick to Basketball For Now<br />The Lesson<br />“Do not let what you cannot do interfere with what you can do.” <br...
Back to the Basics: Our Needs<br />Certainty<br />Uncertainty<br />Significance<br />Connection<br />Growth/Need to Grow<b...
Motivation 3.0<br />Conventional  Thinking<br />Workable? “Reward the Good & Punish the Bad” <br />Israeli Day Care Case<b...
HowB = M x E<br />The Behavior (Performance) people demonstrate is equal to the <br />Motivational Drivers<br />(power, ac...
8<br />Performance is Often About Playing To Win<br />
Organizational “Climate”<br />Factors influencing Working Environment<br />Clarity people have about mission and values <b...
HowWhat If?<br />You had …<br />Resources<br /><ul><li>Money
Time
Technology
Contacts
Experience
Management</li></ul>But you did not have …<br />Resourcefulness<br /><ul><li>Creativity
Determination
Love/caring
Curiosity
Enthusiasm/passion
Resolve</li></ul>10<br />
Factors Leading to Satisfaction<br />Harvard Business Review, Jan. 2003. One More Time : How do you Motivate Employees by ...
Teams vs Working Groups?<br />Strong, clearly focused leader  OR Shared leadership roles<br />Individual accountability OR...
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Team Performance and Leadership

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Why do people do what they do? What drives them to think the way they do and propels their thinking into action. How does the mentoring/coaching orientation manifest into team motivation and how does a team leader use his/her EQ/EI antenna to adapt to different styles and triggers.

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  • Would love to be outside and strecth your legs ... Therefore basketball. The ultimate team sport...
  • Not a motivator. I am The Why person. Why do you do what you do? What drives you to think the way you do and shapes the thinking into action…Kareem Abdul Jabbar: 19-time All-Star Basketball Hall of Fame; One of the 50 Greatest Players in NBA History (1996). Recruited back in ‘60s in high school.
  • ABRAHAM MANSLOW/BRANDEIS: Humanistic PsychologyHuman beings are motivated by unsatisfied needs, and lower needs need to be satisfied before higher needs can be addressed. While a person is motivated to fulfill these basal desires, they continue to move toward growth, and eventually self-actualization.
  • Should we be thinking in new ways? Profit vs. non profit business? (how about social businesses?)The $10 and $2 experiment about sharing money?Autonomy – Mastery – Purpose
  • 2 different human needs: Pain avoidance and need to achieve hence grow psychologically.Forget praise. Forget punishment. Forget cash. You need to make theirjobs more interesting.
  • The word team gets bandied about so loosely that many managers are oblivious to its real meaning—or its true potential. With a run-of-the-mill working group, performance is a function of what the members do as individuals. A team’s performance, by contrast, calls for both individual and mutual accountability. Though it may not seem like anything special, mutual accountability can lead to astonishing results. It enables a team to achieve performance levels that are far greater than the individual bests of the team’s members. To achieve these benefits, team members must do more than listen, respond constructively, and provide support to one another.
  • With an open strategy, decision shifts from if you should be open ... to how open you need to be to accomplish your overall strategic goals. Microsoft said, in effect, “We hired you because you’re smart, because you’re a thinking rational person.” They trusted people to use their best judgment when it came to knowing what to blogand what not to blog. As a result of hiring great people and trusting them, the sandbox at Microsoft is huge.
  • Coercive:In a crisis, to kick start a turnaround, or with problem employeesAuthoritative:When changes require a new vision, or when a clear direction is neededAffiliative:To heal rifts in a team or to motivate people during stressful circumstancesDemocratic: ‘What do you think?”To build buy-in or consensus, or to get input from valuable employeesPace Setting: “Do as I do, now’ To get quick results from a highly motivated and competent teamCoaching: “Try This” To help an employee improve performance or develop long-term strengths
  • Finding meaning in work, converting emotions such as fear or stress into opportunity, leveraging connections and community, acting in the face of risk, and sustaining the energy that is the life force of change. 140 leaders; analysis of a wide range of academic research in fields as diverse as organizational development, evolutionary biology, neuroscience, positive psychology, and leadership; workshops with hundreds ofclients to test our ideas; and global surveys. Through this research, McKinsey distilled a set of five capabilities that, in combination, generate high levels of professional performance and life satisfaction.
  • Emotional intelligence– the ability to manage ourselves and our relationships effectively– 4 capabilities &amp; corresponding competenciesWhen the 75 members of Stanford Graduate School of Business’s Advisory Council were asked to recommend themost important capability for leaders to develop, their answer was nearly unanimous: self-awareness
  • It’s not enough to talk candidly. Professionals can still find themselves talking past each other.Learning to reason productively can be emotional—even painful. But the payoff is great.
  • Remove friction. When you remove barriers and access to information and people, you lowerthe cost of information-sharing and decision-making and it is also simply easier to do. Think of thetime—and money—you can save when an associate or a customer knows who has (or is likely tohave) the answer to a question and can make a decision on the spot.Scale efforts. The culture of sharing means information, ideas, and insights spread faster andwider within the organization than when employees have to wait for the official memo. The moreaccurate information available to people who work in an organization, the less gossip and rumor.In my experience, I’ve found that people who do not know the facts tend to invent something—and it’s usually negative.Enable fast response. The real-time nature of social technologies means that you can respondquickly to the rumor, gossip, or genuine bad news. In fact, if you are not there to head off thegrowing wave, you risk being overrun. We regularly see leaders trying to respond not to an mishapbut to the organization’s attempt to hide it, which, thanks to today’s social technology, is nowpublic. (Think Toyota.)Gain commitment. Probably the hardest to quantify but the most important, with greater opennessyou win the hearts and minds of your employees and customers.
  • Transcript of "Team Performance and Leadership"

    1. 1. Going for the Slam Dunk <br />….With A Little Help from Your Team<br />Leda Karabela<br />www.yhesitate.com<br />Athens<br />1<br />
    2. 2. “It ain’t about me, it’s about us…”<br />2<br />
    3. 3. 3 Things<br />Why? What drives people<br />How? Teams & Performance<br />Who? Leaders – You <br />3<br />
    4. 4. Let’s Stick to Basketball For Now<br />The Lesson<br />“Do not let what you cannot do interfere with what you can do.” <br />John Wooden, UCLA coach (10 NCCA National championships, NCAA B’ball Hall of Fame 1961, College B’ball Hall of Fame 2006)<br />4<br />
    5. 5. Back to the Basics: Our Needs<br />Certainty<br />Uncertainty<br />Significance<br />Connection<br />Growth/Need to Grow<br />Contribution<br />5<br />
    6. 6. Motivation 3.0<br />Conventional Thinking<br />Workable? “Reward the Good & Punish the Bad” <br />Israeli Day Care Case<br />David & Goliath: MSN Encarta case<br />New Way <br />Daniel Pink: The Surprising Truth About What Motivates Us<br />6<br />
    7. 7. HowB = M x E<br />The Behavior (Performance) people demonstrate is equal to the <br />Motivational Drivers<br />(power, achievement, affiliation)<br />they carry within themselves, influenced by<br />the Environment (climate) in which they work.<br />Climate= Motivation=Behaviors=Outcome<br />Robert Stringer , George Litwin, David McClelland Harvard Business School<br />7<br />
    8. 8. 8<br />Performance is Often About Playing To Win<br />
    9. 9. Organizational “Climate”<br />Factors influencing Working Environment<br />Clarity people have about mission and values <br />Sense of responsibility to the organization<br />Level of commitment to a common purpose.<br />Level of standards that people set<br />Sense of accuracy about performance feedback and aptness of rewards<br />Flexibility— how free employees feel to innovate unencumbered by red tape<br />9<br />
    10. 10. HowWhat If?<br />You had …<br />Resources<br /><ul><li>Money
    11. 11. Time
    12. 12. Technology
    13. 13. Contacts
    14. 14. Experience
    15. 15. Management</li></ul>But you did not have …<br />Resourcefulness<br /><ul><li>Creativity
    16. 16. Determination
    17. 17. Love/caring
    18. 18. Curiosity
    19. 19. Enthusiasm/passion
    20. 20. Resolve</li></ul>10<br />
    21. 21. Factors Leading to Satisfaction<br />Harvard Business Review, Jan. 2003. One More Time : How do you Motivate Employees by Frederick Hertzberg<br />11<br />
    22. 22. Teams vs Working Groups?<br />Strong, clearly focused leader OR Shared leadership roles<br />Individual accountability OR Individual and mutual accountability<br />The group’s purpose is the same as the broader organizational mission OR Team has its own unique and separate goal <br />Individual work products OR Collective work products/ Encourages open-ended discussion and active problem-solving meetings<br />Measures its effectiveness indirectly by its influence on others OR measures performance by assessing collective work<br />Discusses, decides, and delegates OR Discusses, decides, and does real<br /> work together <br />HBR The Discipline of Teams by Jon R. Katzenbach and Douglas K. Smith <br />12<br />
    23. 23. Who Leaders<br />“…Every organization has a compelling reason to be open (or not), to keep control (or not).But, in today’s world, the reasons to be open trump the reasons to be closed and, paradoxically,giving up certain kinds of control can actually give a leader more control…”<br />13<br />Charlene Li “Open Leadership: How Social Technology Can Transform the Way You Lead”<br />
    24. 24. Who Style Matters<br /><ul><li>Coercive: “Do what I say” demanding immediate compliance
    25. 25. Authoritative: “Come with me” mobilizing people to act, offering choice for actions
    26. 26. Affiliative: “People come first” building commitment, team harmony/morale
    27. 27. Democratic: gives voice /high on fresh ideas
    28. 28. Pace Setting: exemplifies himself & sets high standards , demands excellence
    29. 29. Coaching: developing people for the future</li></ul>Harvard Business Review , April 2000 Daniel Goleman: Leadership That Gets Results<br />14<br />
    30. 30. Who At The Core of Leadership<br />15<br />How Centered Leaders Achieve Extraordinary Results: McKinsey Quarterly: Joanna Barsh, Josephine Mogelof, and Caroline Webb<br />
    31. 31. EI: You Have It. Just Use It!<br />Harvard Business Review , April 2000 Daniel Goleman: Leadership That Gets Results<br />16<br />
    32. 32. Tune In To Your People<br />Provide psychological safety<br />Spark imagination, encourage learning and create a safe zone<br />Shield People<br />Reduce mental & emotional load and offer freedom to try new things<br />Make small gestures<br />“thank you” a real neglected form of compensation<br />“Bosses who ignore and stomp on their subordinates’ humanity sometimes generate quick gains. But in the long run, such shortsightedness undermines creativity, efficiency, and commitment.”<br />McKinsey Quarterly, Aug. 2010, Why Good Bosses Tune Into Their People, Bob Stanton, Stanford University<br />17<br />
    33. 33. Your Direct Reports & You<br />What are his or her strengths?<br />What are the triggers that activate those strengths?<br />What is his or her learning style?<br />“To question someone else’s reasoning is not a sign of mistrust but a valuable opportunity for learning.”.<br />Chris Argyris, James B. Conant Professor at the Harvard graduate schools of business and education.<br />18<br />
    34. 34. Remove The Speed Bumps<br />“…It takes about three positive comments,<br />experiences, or expressions to fend<br />off the languishing effects of one negative…” Shawn Achor<br />19<br />
    35. 35. “…The world’s leading organizations recognize that people must feel enthusiastic, enabled and have sense of identity and destiny with the firm. And they have worked out that this can be achieved by cultivating an ‘employer brand’ that staff are proud of, carefully crafting programs that drive the right behaviors, and developing leaders who create inspiring climates…”<br />Engagement Study 2010 Giving Everyone The Chance To Shine. Hay Group Research<br />
    36. 36. It’s All Up To You! <br />Open enough not to dismiss possibilities?<br />21<br />
    37. 37. Thank You!<br />Leda Karabela<br />www.yhesitate.com<br />leda@yhesitate.com<br />22<br />

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